To read the full version of this content please select one of the options below:

How does management perceive export success? An empirical study of Moroccan SMEs

Hind El Makrini (Université d'Auvergne, Clermont-Ferrand, France and CRCGM, Clermont-Ferrand, France.)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 30 January 2015

Abstract

Purpose

The purpose of this paper is to examine the managerial determinants of the export success of Moroccan small and medium enterprises (SMEs) based on resource-based view (RBV) of a firm.

Design/methodology/approach

The quantitative design was employed involving a questionnaire completed by 100 managers of Moroccan SMEs. Multiple regression analyses were carried out to confirm or reject eight hypotheses.

Findings

It was found that management export commitment and management customer orientation are the main managerial factors in the export success of Moroccan SMEs.

Research limitations/implications

The study was limited to one context, and it followed a cross-sectional approach. Export success was measured by only subjective method with Likert scale. The study suggests that further investigations can be made to incorporate other factors affecting export success.

Practical implications

The results offer insights into the practices of Moroccan exporting SMEs and recommendations for policy makers as well as an indication for further research. The research can also be used in teaching.

Originality/value

First, the tested model is one of few that consider developing country contexts. Second, this research can serve as a guide for future researchers who intend to study export success in other developing countries, particularly in Maghreb regions where there is a gross dearth of research. Therefore, the study is of significant value to practitioners and scholars alike.

Keywords

Citation

El Makrini, H. (2015), "How does management perceive export success? An empirical study of Moroccan SMEs", Business Process Management Journal, Vol. 21 No. 1, pp. 126-151. https://doi.org/10.1108/BPMJ-04-2013-0053

Publisher

:

Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited